C-Suite Operating Leadership
At every successful company, there comes a time when the CEO realizes he or she cannot take the company to the next level because there are too many day-to-day problems which are popping up. A good COO knows how to address the day-today activities and keep the CEO informed so that the CEO feels free to handle the higher level problems such as assisting in the closing of new major customers, pursuing new markets, or closing reseller agreements.
What we Do
COOs report to the CEOs and C-Suite Team Members to insure the day-to-day problems of the business are addressed and keep the CEO informed to that he or she has the comfort of know things are handled and will have warning when there is a need for CEO involvement.
COO’s can oversee all the operations, including develop compensation plans for all employees, manage sales and sales forecasting, manage customer projects, identify and alleviate manufacturing bottlenecks. Similar to CFO’s they are usually the first line to coordinate and balance all sections of the business so the business as a whole is optimized.
It is funny that no matter how brilliant we are, the answer is always in the field. Rigorous revenue pipeline reporting and analysis, opportunity qualification, sales assistance, and compensation plan management are always critical to the life of an enterprise.
Finding the elusive bottle neck is the name of the manufacturing game. And one found and resolved, another one pops up! The tendency is to optimize the parts at the expense of optimizing the whole.
No one appreciates the thousands of times it got there where it was supposed to be, when it was supposed to be. They only remember the one time it didn’t, and boy! do they remember that.
To optimize an enterprise, we need the ability to stand to the side of each area and constantly monitor and adjust operations as they occur from sourcing to delivering and back again.